Impact of Project Uncertainity on Project Success
Keywords:
project uncertainty, project control, uncertainty avoidance, project success
Abstract
This study focuses on the relationship between Project uncertainty (PU) and project success with the mediating role of Project Control (PC) and moderating role of Uncertainty Avoidance (UA). The specific context of the study is the project-based organization in Pakistan. Data were collected using questionnaire from 300 employees working on various projects across Pakistan. Results indicate that Project Uncertainty is negatively associated with project success. Moreover, mediating role of Project Control is also established. In addition to the above, results also confirm the moderating role of Uncertainty avoidance and practical implications are discussed.
References
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2. Chong, V.K., (1996). Management accounting systems, task uncertainty and managerial performance: aresearch note. Acc. Organ. Soc. 21 (5), 415-421.
3. Choudhury, V., Sabherwal, R., (2003). Portfolios of control 10 outsourced software development projects. Inf. Syst. Res. 14 (3), 291-314.
4. Cleden, D., (2009). Managing Project Uncertainty. Gower, Farnham (UK). Collyer, S., Warren, C.M.J., (2009). Project management approaches for dynamic environments. International Journal of Project Management 27, 355-364.
5. Cohen, J., Cohen, P., & Stephen, G. (2003). West, and Leona S. Aiken (2003). Applied multiple regression/correlation analysis/or the behavioral sciences, 3.
6. Colarelli O'Connor, G., Rice, M.P., (2013). A comprehensive model of uncertainty associated with radical innovation. J. Prod. lnnov. Manag. 30 (Sl), 2-18.
7. Cooke, R.A., Lafferty , J.C., (1983). Level V: Organizational Culture Inventory. Human Synergistics, Plymouth, MI.
8. Cornick, T., Osbon, K., 1994. A study of the contractor's quantity surveying practice during the construction process. Constr. Manag. Econ. 12 (2), 107-111.
9. Crawford L, Pollack J, England D. Uncovering the trends in project management: journal emphases over the last 10 years. Int JProject Manag 2006;24:175-84.
10. Danilovic, M., Browning, T., (2007). Managing complex product development projects with design structure matrices and domain mapping matrices. International Journal of Project Management 25, 300-314.
11. De Meyer, A., Loch, C.H., Pich, M.T., (2002). Managing project uncertainty: from variation to chaos. MIT Sloan Management Review 43, 59-67.
12. Turner, K.L., Makhija, M.V., (2006). The role of organizational controls 1n managmg knowledge. Acad . Manag. Rev. 31 (1), 197-217.
13. Vanhoucke, M., (2010). Measuring time - improving project performance using earned value management: International Series in Operations Research and Management Science, vol. 136. Springer.
14. Vanhoucke, M., (2010a). Using activity sensitivity and network topology information to monitor project time performance. OMEGA Int. J. Manag. Sci. 38, 359-370. pp. 81-91.
15. Bammer, G., Smithson, M., (2009). Uncertainty and Risk: Multidisciplinary Perspectives. Earthscan, London , UK.
16. Barraza, G., Bueno, R., (2007). Probabilistic control of project performance using control limit curves. J. Constr. Eng. Manag. 133 (12), 957-965.
17. Belout, A., Gauvreau , C., (2004). Factors influencing proje ct success: the impact of human resource management. Int. J. Proj. Manag. 22 (1), 1-11.
18. Benjaoran, V., (2009). A cost control system development: a collaborative approach for small and medium-sized contractors. Int. J. Proj. Manag. 27 (3), 270-277.
19. Bisbe, J., Otley, D., (2004). The effects of the interactive use of management control systems on product innovation. Acc. Organ. Soc. 29 (8), 709-737.
20. Bable, F., (2011). Management der Ungewissheit-ein blinder Fleck beider Farderung von Innovationen.
21. In: Jeschke, S., lsenhardt, I., Hees, F., Boble, F., Rose, H., (1992). Technik und Erfahrung . Campus, Frankfurt, New York. Innovation durch Management des Informellen. In: Bable, F., Biirgermeister, M., Porschen, S. (Eds.), Ktinstlerisch, erfahrungsgeleitet, spielerisch. Springer Gabler, Berlin, Heidelberg.
22. Browning, T.R., (2014). A quantitative framework for managmg project value, risk and opportunity. IEEE Trans. Eng. Manag. 61 (4), 583-598.
23. Cameron, K.S., Quinn, R.E., (1999). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework . Addison-Wesley, New York, NY, USA.
24. Cameron, K.S., Quinn, R.E., (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. John Wiley and Sons, San Francisco, CA, USA
25. Cardinal, Laura B., (2001). Technological innovation in the pharmaceutical industry: the use of organizational control in managing research and development. Organ. Sci. 12 (1), 19-36 Cardinal, Laura B., Sitkin, S.B., Long, Chris P., (2004). Balancing and rebalancing in the creation and evolution of organizational control. Organ. Sci. 15 (4), 411-431.
26. Chapman, C. (2006). Key points of contention in framing assumptions for risk and uncertainty management. International Journal of Proje ct Management, 24(4), 303-313.
27. Chapman, C.B., Ward , S., (2011). How to Manage Project Opportunity and Risk. John Wiley and Sons, Chichester, UK.
Published
2023-08-31
How to Cite
Tariq Manzoor, Dr. Usman Haider, Muhammad Aslam, & Ali Hassan. (2023). Impact of Project Uncertainity on Project Success. Central Asian Journal of Innovations on Tourism Management and Finance, 4(8), 77-96. https://doi.org/10.51699/cajitmf.v4i8.584
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